Fitch Bennett Partners

Growth is often presented as an obvious sign of strength: increasing revenue, new opportunities, and expanding teams all seem to confirm the company’s good health. Yet in practice, growth is also one of the first factors of managerial fragility. When activity grows rapidly, the organization often continues to operate according to structures designed for a smaller size and lower complexity. Decision processes, responsibilities, and coordination mechanisms remain those of a simpler structure. For a while, this works. Team engagement compensates for the limitations of the model. Then the first signals appear: progressive overload of the leader, slower decision-making, more frequent trade-offs, and growing dependence on a few key profiles who become the informal pivots of the organization. The fragility does not come from a lack of talent.It comes from the gap between the company’s growth trajectory and the structure of its leadership. At this stage, the question is no longer simply about recruiting “to support growth.”The real question becomes: Is the organization still manageable in its current configuration? The companies that go through these phases most smoothly are those that accept to rethink their leadership structure before growth imposes its own constraints. Because when growth precedes the evolution of management, it can become a source of tension rather than a lever for stability.

Fitch Bennett Partners announces the appointment of Nicolas ANTONINI as Partner within its Executive Search practice. Nicolas began his career in the early 2000s, during the emergence of the digital economy, advising early web and e-commerce players through phases of rapid growth and organizational structuring, particularly in the recruitment of senior executives and the build-out of leadership teams. Throughout his career as a consultant, business unit manager, and later as a leader of executive search firms he has developed recognized expertise across the luxury, software, retail, and digital sectors, as well as in financial services and insurance. He primarily supports organizations undergoing transformation, from startups to scale-ups, in both B2B and B2C environments. An entrepreneur, Nicolas has also founded several ventures in digital consulting, training, and talent management, contributing to the development of innovative approaches to leadership advisory and organizational support. He joins Fitch Bennett Partners to further strengthen the firm’s capabilities in identifying, assessing, and advising senior executives and high-potential leaders, in an environment of accelerating transformation. Originally trained at the École du Louvre and initially oriented towards business law, Nicolas ultimately chose consulting, where he leverages his entrepreneurial mindset and strong understanding of leadership challenges. About Fitch Bennett Partners : Fitch Bennett Partners is an executive search and leadership advisory firm, supporting senior executives in contexts of transformation and growth. The firm adopts a bespoke approach, grounded in a deep understanding of business and governance challenges, and builds close, trusted relationships with its clients, based on a rigorous selection of assignments and a high level of commitment. Fitch Bennett Partners operates in France and internationally, supporting organizations ranging from startups to established groups on high-impact leadership appointments and strategic talent initiatives. Nicolas ANTONINIPartner Mail : nantonini@fitchbennettpartners.comMobile : +33(0)6 26 40 12 93

A successful interim management mission is not measured only by what has been achieved during the assignment. It is measured by what continues to work after the interim manager has left. In other words, by the organization’s ability to move forward with clear reference points, well-assumed responsibilities, and a stabilized decision framework. From this perspective, knowledge transfer is not merely a final step in the process.It is a responsibility that begins on the first day of the mission. An interim manager does not step in to become indispensable.On the contrary, their value lies in their ability to make the organization progressively autonomous. Without real transfer work, the effects of a mission can quickly fade. Teams fall back into uncertainty, decisions become diluted, and the progress achieved gradually loses coherence. Conversely, when the transfer is prepared from the outset — sharing key information, clarifying processes, supporting teams, and preparing the handover — the organization can sustainably extend the benefits of the mission. This approach requires a specific mindset: that of a leader fully committed to the mission, yet conscious of its temporary nature. A good interim manager always prepares their departure.They organize continuity, secure the handover, and ensure that teams have the reference points needed to continue the work.It is precisely this ability to transfer knowledge that transforms a temporary intervention into lasting impact for the organization.

Some leadership appointments fail…before the first day. The contract is signed.The communication is ready.The agenda is full. And yet everything is already there: unspoken issues unrealistic expectations grey areas mutual projections We think the role starts on day one.In reality, it starts much earlier. In what has been said.And especially in what has not. The leaders who succeed are not those who adapt the fastest.They are those who have been able to clarify: what is truly expected of them what will never be officially said what will never depend on them The success of a leadership transition is not simply about execution.It is largely about initial clarity. Onboarding coaching often becomes a key success factor during this critical phase.

Postponing a management decision always comes at a cost. It rarely appears in financial statements, but it manifests elsewhere in more subtle ways: increasing executive fatigue, loss of organizational clarity, constant trade-offs, or growing dependence on a few key individuals. This cost is progressive, cumulative, and often underestimated. When a structuring decision is delayed, the organization does not stand still. It adapts. Informal adjustments emerge, responsibilities shift, some employees take on more while others step back. Gradually, a new balance is created — often effective in the short term, but fragile and difficult to challenge. Over time, these informal arrangements become the norm. They blur roles, slow down decision-making, and increase the mental load on leaders. And when the decision eventually becomes unavoidable, the context has already deteriorated. There is no longer enough time to prepare the transition, room for maneuver is reduced, and internal or external pressure intensifies. Conversely, deciding earlier allows organizations to regain control. The decision is no longer a constrained reaction to a tense situation, but a deliberate, prepared, and strategic choice. The real cost is therefore not the decision itself. The real cost is often having avoided it for too long. Fitch Bennett Partners

An assessment for a specific role is not meant to reassure.Nor to confirm a decision already made.Nor to “objectify” a political choice. When used this way, it becomes manipulative. A good assessment does not answer:“Is this person good or bad?” It answers:“In this specific context, with these particular challenges,what are the strengths, weaknesses… and the key risk areas to anticipate?” It is not a verdict.It is a tool for clarity. Organizations that use it well are not looking for perfect profiles.They seek to limit risks and provide objective reasons to candidates regarding their selection or non-selection: • an appointment that weakens a team• a role that harms a leader• a decision that cannot be corrected later A useful assessment does not secure a person.It helps benchmark multiple internal and/or external candidates. It secures a decision. Through the combined perspective of its Executive Search consultants and coaches, role plays, and personality assessments, the Fitch Bennett Partners Assessment Center provides an objective and effective solution to support the development of your managers and organizations.

“What if they take up too much space?” This is often one of the first concerns expressed by executives when considering interim management. This concern is understandable. Bringing in an external leader into a key function can create the feeling of introducing a strong presence into an already sensitive balance. In reality, the role of an interim manager is very different from this perception. An interim manager is not there to settle within the organization or to permanently redefine power dynamics. Their primary mission is to hold a critical function at a specific moment, when the company is facing uncertainty, vacancy, or overload. They step in to secure the organization’s operations, ensure continuity in decision-making, and restore clarity for teams. Contrary to common belief, they do not make decisions in place of the CEO or governance bodies. Their role is rather to make decisions possible by restoring clarity in responsibilities, rhythm in execution, and stability in management. In other words, they create the conditions necessary for the organization to regain its capacity to act. In many situations, the real risk is not the intervention of an external perspective. The risk lies in the gradual erosion of internal capacity, when the role is no longer fully carried and no one has the time, energy, or legitimacy to assume it. In such moments, interim management is not a power grab. It is often a way to preserve the organization’s balance. Fitch Bennett Partners

Paris – FITCH BENNETT Partners today announced the appointment of Alexandre Puigvert as Partner, strengthening its Executive Search practice focused on senior executive and board-level recruitment. Alexandre Puigvert brings more than 25 years of experience as an international HR executive, advising leadership teams in complex environments, including high-growth and turnaround situations. His background provides a strong operational perspective on governance, leadership, and the critical success factors behind senior hiring decisions. In his role, he will lead executive search assignments, working closely with boards and executive teams on high-impact leadership hires. “Hiring a senior executive is a defining moment for any organization. It’s not just about skills — it’s about aligning vision, culture, and the ability to execute,” said Alexandre Puigvert. “Alexandre’s appointment enhances our ability to deliver on critical leadership mandates, bringing deep operational insight and a strong understanding of executive dynamics,” said the leadership team at FITCH BENNETT Partners. This appointment reflects the firm’s continued investment in its Executive Search capabilities, as organizations place increasing emphasis on leadership quality to drive performance and long-term value creation. About FITCH BENNETT Partners FITCH BENNETT Partners is an international consulting firm specializing in Executive Search, interim management, and career advisory. The firm partners with organizations to recruit senior leaders and identify high-impact talent. Alexandre PUIGVERTPartner Mobile: +33 (0)6 37 92 55 25Mail: apuigvert@fitchbennettpartners.com

Long considered an operational issue, human risk is now emerging as a major strategic challenge for organizations. The latest HR barometer highlights a profound shift: sustainable performance increasingly depends on the quality of leadership teams, their alignment, and the strength of their people-related decisions. In a context shaped by economic uncertainty, technological transformation, and talent shortages, executive teams can no longer view human capital as a simple adjustment variable. Risks related to leadership, executive succession, retention of key talent, and employee engagement are becoming critical drivers of competitiveness. HR leaders now play a central role in strategic governance. Their responsibilities go far beyond managing human resources: they actively contribute to anticipating transformations, structuring executive teams, and securing critical capabilities. For CEOs and executive committees, the challenge is no longer just about hiring, but about building organizations capable of navigating economic and technological cycles. This requires a clear vision of key talent, rigorous succession planning, and the ability to attract leaders capable of managing complexity. Human risk is therefore not merely operational. It is strategic, as it directly impacts an organization’s ability to make decisions, transform, and create long-term value. In this environment, anticipation and leadership quality become decisive levers of performance. HR Barometer 2026: Discover the key insights. Fitch Bennett Partners

There is one thing we hear very often from executives.But rarely in public.Rarely in committees.And never in official settings. “I have no one I can really talk to.” They are surrounded.In demand.Apparently listened to.But alone when it comes to sensitive decisions. Not due to a lack of trust in others.But out of lucidity. Because some questions simply cannot be asked:• to their team• to their manager• to their peers• to their relatives• to their shareholders Without consequences. This solitude is not a sign of weakness.It is a structural reality of leadership. The problem begins when this solitude becomes a blind spot.When decisions are made without reflection.Without contradiction.Without a neutral space. The strongest leaders we support are not those who know everything.They are those who rely on a neutral perspective to challenge their thinking. This is where executive coaching can make a real difference. Fitch Bennett Partners